安达信-微软-服务管理项目建议书(ppt 53页)(英文).PPT

,CustomerSatisfactionProposalforProfessionalServices,下载更多咨询报告，尽在.,ExecutiveSummaryFirmBackgroundWorldwideConsultingPracticePacificNorthwestFirmQualificationsWhyArthurAndersen?SelectedClientsandProjectsIBCRelationshipMethodologyStrategyOrganizationCosts,PROPOSALOUTLINE,下载更多咨询报告，尽在.,ExecutiveSummary,WeareverypleasedtohavethisopportunitytosubmitthefollowingproposaltoMicrosofttopartnerwiththeCompanyinthedesignandimplementationofacomprehensivecustomersatisfactionsystem.UNDERSTANDINGOFYOURNEEDS,BaseduponourdiscussionswithyouandourunderstandingoftheMicrosoftenvironment,followingisourunderstandingofyourneedsandexpectations:DevelopasystematicprocessforgatheringdatafrominternalandexternalcustomersofWorldwideOperations(FinancialOperations,ITGandManufacturing)Usetheinformationgatheredtodevelopaprocessforcontinuousimprovement-Identifybusinessprocesses-Reengineerkeyprocessestoalignthemwiththecustomer-Developperformancemeasurestore-enforcedesiredbehavior-BenchmarkbestpracticesincustomersatisfactionDriveoutunnecessarycycletimetoreducecostUsethesystemtosupportbeingabusinessadvisortothecustomer,OVERALLAPPROACHConsistentwiththeapproachusedfortheworkflowsproject,ourprocessdesignerswillworkwithMicrosoftpersonnelassignedtotheteam.ThisisimportanttoensurethedesignandimplementationofthecustomersatisfactionprocessisaMicrosoftdriveneffortandnotanoutsideconsultantsproject.Inaddition,theapproachensuresownershipoftheprocessanditsresultstransfertotheCompany.FollowingaresomeofthekeypointsregardinghowwewillapproachtheprocessofdesigningandimplementingacomprehensivecustomersatisfactionsystemwithMicrosoft:CentrallymanagedandcontrolledbyateambasedinSeattleUtilizetheinsightandexpertiseofworldwideexperts/resources:-CustomerSatisfaction,-GlobalBestPractices-Performancemeasurement-ProcessDesignandreengineering-Financialoperations,InformationSystems,manufacturinganddistributionMultipletasksandprocesseswillbeperformedinparallelPhasedinitiativetomaintainandbuildmomentumUtilizeexistingMicrosofttoolstoenhanceefficiencyandbuy-in,ExecutiveSummary,PARTNERINGWeunderstandtheimportanceofthecustomersatisfactionandbenchmarkingefforttothebusinessissuesfacingMicrosoft.Successfulimplementationtakesasignificantamountofeffortandexpectationmanagementinordertobesuccessful.ThemindsetwebringtotheapproachisoneofworkingwithMicrosoftoverthelonghaulasapartner.Wewillworkwithyoutohelpimplementthechangethatwillneedtobemadeinordertorespondefficientlyandeffectively.Aspartnerswebothahavealotatstake.Thisensuresownershipofaprocess,evenwhenitisdifficult,thatstrivesforthebestanswer.WearecommittedtohelpingMicrosoftcreateasuccessfulsolutionthatexceedsyourcustomersexpectationsandfitsinyourenvironment.,MicrosoftandArthurAndersen.partners“Puttinginsightintopractice”,ExecutiveSummary,ArthurAndersenwarrantycostsdown35%;plantspacereduced25%.Inventoryturnincreasefrom5to20.,AAwasheavilyinvolvedinthiscriticaleffort:,OurRole,Results,Theprojectteamseffortsresultedinthefollowing:,FirmQualifications,Situation:Thislargechemicalmanufacturerwasconcernedthattheircoststructurewasnotinlinewiththeircompetitors.,CompanyQualifications,ChemicalCompany,AAperformedabenchmarkstudyofthefinanceandaccountingfunctionsfor10majorchemicalcompanies.Usedsurveyresultstohelpparticipantsbetterunderstandtheircoststructures,includingabsoluteandrelativeefficienciesoftheiroperations.,Keyperformancemeasureswereestablishedforallareasstudied.QuantitativeanalysesofallKPIswerecompleted.Qualitativediscussionsofdifferencesinpracticesandperformancewereoffered.,AAassistedasfollows:,OurRole,Results,Theprojectteamseffortsresultedinthefollowing:,Situation:Thisleadingmultinationalfirmwasintheprocessofplanningforrestructuringwhenmanagementrealizedthattheissuesfacingthemweremoredifficultthanexpected.,MultinationalPharmaceuticalCompany,Reviewmanagementrestructuringplansinthefollowingdepartments:-Finance-Accounting-Purchasing-Logistics-Manufacturing-InformationSystemsReviewcurrentandproposedorganizationalstructures.Identifyimplementationissues.Identifyhighlevelworkflows.,Recognitionofareasofpotentialriskincludingcriticaltaskandresourceidentification,skillrequirements,andpostimplementationcrosstrainingneeds.Reengineeringandprocessimprovementopportunitiesinmostofthefunctionalareas.,AAwasengagedtoperformthefollowing:,OurRole,Results,Theprojectteamsrecommendationsresultedinthefollowing:,FirmQualifications,BESTPRACTICESBUSINESSPARTNER,MotorolaisabestpracticesbusinesspartnerworkingcloselywithAnderseninthedevelopmentofbestpracticesinformationforthefollowingbusinessprocesses:,CostManagementCustomerSatisfactionClosingInternalAuditInternalControlsOverallFinancialPerformance,IntroductionsforcomparingbestpracticesbetweenMicrosoftandMotorolahavebeenestablishedbyAndersenforthebudgetingandcloseprocesses.,FirmQualifications,IBCFOUNDINGMEMBER,ArthurAndersenisaFoundingMemberoftheInternationalBenchmarkingClearinghouse(IBC)TheIBCisanewdivisionoftheAmericanProductivityandQualityCenter(APQC)offeringawiderangeofbenchmarkingservices,including:AssistancewiththeorganizationandperformanceofbenchmarkingstudiesandresearchMemberorganizationnetworking,contact&screeningservices(seeselectedIBCmemberorganizationsonfollowingpage)Commoninterestgroups(e.g.,CustomerSatisfactionMeasurementwithparticipationbyover50memberorganizations)InformationandClearinghouseDatabasesearches,ArthurAndersenisthefoundingIBCmemberdriving“GlobalBestPractices”efforts,FirmQualifications,IBCMEMBERCOMPANIES,AMPIncorporatedAPQCConsultingGroupAT&TAT&TGlobalBusinessCommunicationsSystemAT&TParadyneAbbottLaboratoriesAetnaLifeandCasualtyAllstateAnheuser-BuschInc.ArthurAndersenBPInternationalLimitedBellCanadaBellsouthCorporationBlueCross&BlueShieldofFloridaBlueCross&BlueShieldofOhioBoiseCascadeCorporationBristol-MeyersSquibbBritishAirwaysCIGNACorporationCampbellSoupCompanyCanadianGovernmentIndustry,ScienceandTechnologyChemicalBank,SelectedIBCMemberCompaniesasofJune25,1993:,ChevronCorporationChryslerCorporationCincinattiBellInformationSystemsTheCloroxCompany,TechnicalCenterCoca-ColaFoodsComputervisionCorporationDRI/McGrawHillDataGeneralCorporationDeere&CompanyDelcoChassisDivisionGeneralMotorsCorporationDigitalEquipmentCorporationDowCorning,ProductMarketProcessTeamEDSEastmanKodakCompanyExxonCorporationGTETelephoneOperations.PublicRelationsDepartmentGeneralMotorsCorporationHeleneCurtis,Inc.Hewlett-PackardCompanyHoneywell,Inc.HughsAircraftCompanyIBMCorporation,ITTDefenseTheIamsCompanyIntelCorporationJohnson&JohnsonKaiserPermanenteMedicalCareProgramKraftGeneralFoodsInternationalLockheedSanders,Inc.MarriottCorporationMastercardInternational,Inc.MeadCorporationMerck&Company,Inc.MerrillLynchMetropolitanLifeMooreBusinessForms&SystemsDivisionNCRNationalComputerSystems,AssessmentDivisionNewYorkLifeInsuranceCompanyNorthAmericanPhilipsCorporationPacificBellPacificGas&ElectricCompanyPfizer,Inc.,PhillipsPetroleumPillsburyProcter&GambleThePrudentialRockwellInternationalCorporationSIEMENSSearsLogisticsServicesShellChemicalCorporationShellOilCompanySouthernCaliforniaEdisonTektronix,Inc.TelecomAustraliaTetley,Inc.TexasInstrumentsTheNewEnglandTitleist&Foot-JoyWorldwideUNISYSUnitedStatesGovernmentFederalQualityInstituteNASAJohnsonSpaceCenterUnocalCorp.WasteManagementCompanyWeyerhauserCompanyXerox,FirmQualifications,REFERENCES,Specificclientreferencesareavailableuponrequest.,FirmQualifications,BestPracticesStudy:ProductDevelopment,FirmQualifications,PerformedaBestPracticesstudyintheNewProductDevelopmentprocessinordertoreduceproductdevelopmentcycletimesandlinkthedevelopmentprocesstocustomersneeds/wants.Thisone-yearstudyinvolvedthefollowingcompanies:AdaptecAppleAuspexCompaqDellEpsonFujitsuHewlett-PackardHitachiIBM,IntelNECOlivettiSeagateSharpSonySunMicrosystemsToshibaWyseTechnology,LeadershipCommunicationandChangeManagement,FactsandBestPracticesEducationandTrainingEmpowerment,ApplauseandAppreciation,CustomerQualityFramework,CustomerSatisfactionResults,“Asis”ProcessandCosts,Facilitation(Conexus)Consensuson-FactorsmostimportanttocustomersValuesandmissionActionPlans,measurementofcauseandeffectbetweenprocessandsatisfaction,StrategicMission(ExecutiveOffice),CUSTOMERFOCUS,ProcessAlignment,CUSTOMERSATISFACTIONPROCESS,Methodology,CustomerServiceHasThreeDimensions.,Providingvalue-addedservices,Managingexceptions,Masteringthebasics,.Successisbasedonagoodfoundation,Creativity,Flexibility,Credibility,Methodology,GOALOFCUSTOMERSATISFACTIONHowdoyoudefinea“satisfiedcustomer?”QualityValueValue=PerceivedBenefitsCostsSatisfactionSatisfaction=ExpectationsPerceivedPerformanceMaybesatisfiedwithwhatwasdone,butwasitimportanttothecustomer?,Methodology,(),(),SUCCESSFACTORS,CommitmentfromexecutiveleveldownEducate,RewardandCommunicateClearlyestablishedgoalsDefinecustomersatisfactionfromacost/benefitperspective,Methodology,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,STRATEGICCUSTOMERFOCUS,Methodology,IDENTIFYCUSTOMERS,Whoarethecustomers?SuppliersInternaldepartmentsoroutsidesourceswhoprovideinputorresourcesUsersInternaldepartmentswhousethedepartmentsoutputSponsorsInternaldepartmentswhobenefitfromthefunctionorserviceprovidedbythedepartmentConductresearchtodefineuserwantsandcriticalbusinessneedsandsuccessfactorsFocusgroupsand/orface-to-faceinterviewsQuestionnairesandsurveysObservationoftheusersprocessProcessmapping,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,ASSESSPERCEPTIONS,Finance,ITGandManufacturingdepartmentsself-assessmentFocusGroupsWhatdotheythinkarethecustomerwantsandneedsHowdotheircustomersratethemoverallWhatdotheydowellWhatdonttheydosowellOtherquestionssimilartothoseweasktheircustomersUseasbenchmarktorelateexpectationtocustomerrealitySetsbaselevelfromwhichtoevaluatedepartmentEliminatesreactionof“Iknewthat”afterstudyresultsServesasframeworkfromwhichtoimproveandre-engineerspecificprocessesDevelopspartnershipbetweencustomeranddepartmentSourceofbestideasforimprovement,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,DEFINEKEYCUSTOMERS,80/20ruleofkeydecisionmakersNarrowdownthenumbersDesignstudytogetmostinformationfromkeycustomersITG,FinanceandManufacturingFocusgroupsPerson-to-personinterviewsUseremainingcustomerstovalidatepatternsWrittensurveysFocusgroupsShortensoverallprojecttimelineReducescostofinterviewingeveryoneSimplifiesanalysisofinformation,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,UTILIZEBESTMETHODSTOOBTAININFORMATION,IdentifybesttoolstocaptureinformationCustomizeframeworktofitMicrosoftCompanycultureDepartmentsinvolvedUseoftechnologyDeterminebestapproachesforeachcustomerFocusgroupsPerson-to-personinterviewsWrittensurveysObservationsDesignspecifictoolstobeusedWrittensurveysQuestionnairesInterviewquestionsDiscussionpointsDevelopinconjunctionwithMicrosofttoensurepartneringofideas,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,CONDUCTTHESTUDY,DevelopplantoexecutethestudyDeterminetimelinesforeachtoolanddepartmentConductpilotstudyforeachdepartmentExecuteonaparallelbasisbydepartmentFocusgroupsPerson-to-personinterviewsWrittensurveysObservationsKeyelementissecurityandconfidentialityMustensureintegrityofdataVitaltomanagethedataasitcomesinSecurityandconfidentialityAppropriatelymanaged,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,ANALYZERESULTS,IdentifypatternsandtrendsabouteachfunctionwithdepartmentsIdentifywhattheyarenotgettingthattheywouldliketogetandwhattheyaregettingthattheydontneedDeterminedatadrivenrecommendationsQuantifiableinformationOurspecialistsperformcontentanalysisfrombothfocusgroupsandperson-to-personinterviewsSystematiccontentanalysisUsesophisticatedstatisticalanalysisShowrelationshipoffactorsthatareimportanttocustomersandwhetherthosecustomersare:AtriskSatisfiedEnthusiasticKeygoalstoaccomplishWhichfactorsdriveenthusiasticbuyers,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Confirmwiththecustomerwhatyouheardthemsay,Methodology,DEVELOPACTIONPLANSFROMINFORMATION,GapanalysisManagementinterpretationofthedataUsetechnologytoprioritizemostimportantissuesfrombothquantitativeandqualitativeresultsConexus(technologytool)GaingroupconsensusbetweencustomersandmanagementastowhatareaswillbeaddressedfirstDeveloproadmapforfutureGainbuy-infromeveryone,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,DEVELOPPERFORMANCEMEASURES,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,SegmentbusinessforcomparativepurposesDefinedrivers/processesidentifiedashavingacausalrelationshiptocustomersatisfaction(Quality,Cost,Time)Developdetailedtargetsforkeyprocess/activitydeterminantsofcustomersatisfactionandprojectexpectedcustomersatisfaction(basedonactionplans)Performimpact/performanceanalysisonrelationshipofcustomersatisfaction,keyactivity/processdeterminantsofcustomersatisfactionandtime/costsDevelopprogramtotrackstatuswithregardtospecificperformancemeasuresComparewithandadaptBestPracticesUsetechnologytodevelop,trackandanalyzeresultsUseasinputtore-engineeringRecalibrateandimproveMonitorperformanceachievementandreviseSetnewtargetsContinuouslyimprove,Methodology,IMPLEMENTANDMANAGECHANGE,Re-definecommitmentfromtopmanagementtoplanDevelopspecificstrategytoimplementchangesEachpersoninthedepartmentmanagessomepieceoftheoverallplanforimprovementContinualcomparisonagainstperformancemeasuresandresultsforconsistencySanitychecksOutputofplanfeedsdirectlyintore-engineeringprogramforthedepartmentandorganization,DEVELOPACTIONPLANSFROMINFORMATION,DEVELOPPERFORMANCEMEASURES,IMPLEMENTANDMANAGECHANGE,ANALYZERESULTS,CONDUCTTHESTUDY,UTILIZEBESTMETHODSTOOBTAININFORMATION,DEFINEKEYCUSTOMERS,ASSESSPERCEPTIONS,IDENTIFYCUSTOMERS,Methodology,RESULTS,Resourceeffectiveness/efficiencyImprovecommunicationsConsistentmeasurementthroughdepartmentsImprovedemployeesatisfactionReducecostsImprovedserviceMeasuringwhatreallycountsIncreasedempathy-seeingyourselfinyourcustomersshoes,Methodology,Costs,Aswehavediscussed,itisverydifficultatthistimetoprovideyouwithour“bestguess”onfeestohelpMicrosoftwithitsimplementationofacustomersatisfactionsystem.Astheobjectivesandscopefortheworkbecomeclear